project qualtiy quizzlet2

8/11/2019 Project Qualtiy Quizzlet2

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40 Written Questions40 Written Questions40 Written Questions40 Written Questions

1. Samples are selected and tested as defined in the quality planINCORRC!"INCORRC!"INCORRC!"INCORRC!" #ou $a%e no ans&er

'NSWR"'NSWR"'NSWR"'NSWR" Statistical Samplin$

(. ) ' %ertical *ar chart sho&in$ ho& often a particular %aria*le state occurred.

) ach column represents an attri*ute or characteristic of a pro*lem+situation.

) !he hei$ht of each column represents the relati%e frequency of the characteristic.

INCORRC!"INCORRC!"INCORRC!"INCORRC!" #ou $a%e no ans&er

'NSWR"'NSWR"'NSWR"'NSWR" Characteristics of ,isto$rams

-. 'll appro%ed chan$e requests should *e re%ie&ed to %erify that they &ere implemented as

appro%ed


'NSWR"'NSWR"'NSWR"'NSWR" 'ppro%ed Chan$e Requests Re%ie&s

4. eepin$ errors out of the hands of the customer


'NSWR"'NSWR"'NSWR"'NSWR" Inspection

/. roect Quality 2ana$ement


'NSWR"'NSWR"'NSWR"'NSWR" Includes the processes and acti%ities of the performin$ or$ani3ation that determine

quality policies o*ecti%es and responsi*ilities so that the proect &ill satisfy the needs for

&hich it &as undertaen

5. ) Quality standards


'NSWR"'NSWR"'NSWR"'NSWR" erform Quality Control" roect 6ocument 7pdates

8. !he process of identifyin$ quality requirements and+or standards for the proect product and

documentin$ ho& the proect &ill demonstrate compliance


'NSWR"'NSWR"'NSWR"'NSWR" erform Quality 'ssurance

PMP 8: Project Quality Manageme... NAME: ________________________

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9. :ailure Costs include


'NSWR"'NSWR"'NSWR"'NSWR" ) costs to re&or products components or processes that are non;compliant is or$ani3ed in ro&s and columns &ith

intersectin$ cells that can *e filled &ith information that descri*es the demonstrated relationship

*et&een the items located in the ro& and column

15. re%ention Costs


'NSWR"'NSWR"'NSWR"'NSWR" costs incurred *y an or$ani3ation to create hi$h quality products in order to a%oid

failures. !hey include cost of trainin$ cost of documentin$ processes cost of equipment etc.

18. Characteristics of roect Quality 2ana$ement


'NSWR"'NSWR"'NSWR"'NSWR" ) It implements the quality mana$ement system throu$h policy and procedures &ith

continuous process impro%ement acti%ities conducted throu$hout as appropriate.

) 'ddresses the mana$ement of the proect and the product of the proect.

) It applies to all proects re$ardless of the nature of their product.

19. determinin$ process impro%ements


'NSWR"'NSWR"'NSWR"'NSWR" Quality 2etric is not used for

1=. Quality 'udit


'NSWR"'NSWR"'NSWR"'NSWR" Is a structured independent re%ie& to determine &hether proect acti%ities comply &ith

or$ani3ational and proect policies processes and procedures

(0. rocess Impro%ement lan


'NSWR"'NSWR"'NSWR"'NSWR" Is a su*sidiary of the proect mana$ement plan. 6etails the steps for analy3in$

processes to identify acti%ities &hich enhance their %alue

(1. !rend 'nalysis


'NSWR"'NSWR"'NSWR"'NSWR" In%ol%es mathematical techniques to forecast future outcomes *ased on historical

results

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((. Characteristics of erform Quality 'ssurance


'NSWR"'NSWR"'NSWR"'NSWR" ) ro%ides an um*rella for continuous process impro%ement &hich is an iterati%e

means for impro%in$ the quality of all processes.

) Continuous process impro%ement reduces &aste and eliminates acti%ities that do not add

%alue.

) !his allo&s processes to operate at increased le%els of efficiency and effecti%eness

(-. ) Sample frequency and si3es should *e determined durin$ the lan Quality process so the cost of

quality &ill include the num*er of tests e>pected scrap etc.

) !here is a su*stantial *ody of no&led$e on statistical samplin$. In some application areas it

may *e necessary for the proect mana$ement team to *e familiar &ith a %ariety of samplin$

techniques to assure the sample selected actually represents the population of interest


'NSWR"'NSWR"'NSWR"'NSWR" Characteristics of Statistical Samplin$

(4. 'ccuracy


'NSWR"'NSWR"'NSWR"'NSWR" that the measured %alue is %ery close to the true %alue

(/. 'ny chan$e or repaired items are inspected and &ill *e either accepted or reected *efore

notification of the decision is pro%ided. Reect items may require re&or


'NSWR"'NSWR"'NSWR"'NSWR" Aalidated Chan$es

(5. !hey reflect the ma>imum and minimum %alues allo&ed. !here may *e penalties associated &ith

e>ceedin$ the specification limits


'NSWR"'NSWR"'NSWR"'NSWR" 7pper and Bo&er Control Bimits

(8. uides the process impro%ement acti%ities


'NSWR"'NSWR"'NSWR"'NSWR" !ar$ets for Impro%ed erformance

(9. Quality Checlists 7se


'NSWR"'NSWR"'NSWR"'NSWR" 7sed in the Quality Control rocess




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(=. roect 2ana$ement lan 7se in erform Quality 'ssurance


'NSWR"'NSWR"'NSWR"'NSWR" ) Quality mana$ement plan

) rocess impro%ement plan

-0. One of the fundamental tenets of modern quality mana$ement states that quality is planned

desi$ned and *uilt inDnot inspected in. !he cost of pre%entin$ mistaes is $enerally much less

than the cost of correctin$ them &hen they are found *y inspection


'NSWR"'NSWR"'NSWR"'NSWR" re%ention O%er Inspection

-1. Quality Control 2easurements


'NSWR"'NSWR"'NSWR"'NSWR" 're the documented results of quality control acti%ities in the format specified durin$

quality plannin$

-(. ' statistical method for identifyin$ &hich factors may influence specific %aria*les of a product or

process under de%elopment or in production


'NSWR"'NSWR"'NSWR"'NSWR" 6esi$n of >periments

--. ,isto$ram


'NSWR"'NSWR"'NSWR"'NSWR" Illustrates the most common cause of pro*lems in a process *y the num*er and

relati%e hei$hts of the *ars

-4. ,o& many acti%ities per period &ere completed &ith si$nificant %ariances


'NSWR"'NSWR"'NSWR"'NSWR" Cost and Schedule erformance" !rend 'nalysis

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35. Tools and Techniques for Perform Quality Control

INCORRECT:INCORRECT:INCORRECT:INCORRECT: ou !a"e no ans#er

$N%&ER:$N%&ER:$N%&ER:$N%&ER: '. Cause and Effect (ia!rams

). Control Charts

3. *lo#chartin!

+. ,isto!ram

5. Pareto Chart

-. Run Chart

. %catter (ia!ram

/. %tatistical %am0lin!

1. Ins0ection

'2. $00ro"ed Chan!e Requests Re"ie#

3-. $00ro"ed Chan!e Requests


$N%&ER:$N%&ER:$N%&ER:$N%&ER: Include modifications such as defect re0airs re"ised #or4 methods and re"ised

schedule.

3. %chedule aseline 6se in Plan Quality


$N%&ER:$N%&ER:$N%&ER:$N%&ER: (ocuments the acce0ted schedule 0erformance measures includin! start and finish

dates

3/. Characteristics of *lo#chartin!


$N%&ER:$N%&ER:$N%&ER:$N%&ER: 7 There are many styles 8ut all 0rocess flo#charts sho# acti"ities decision 0oints and

the order of 0rocessin!.

7 (urin! quality 0lannin! flo#chartin! can hel0 the 0ro9ect team antici0ate quality 0ro8lems

that mi!ht occur.

7 $n a#areness of 0otential 0ro8lems can result in the de"elo0ment of test 0rocedures or

a00roaches for dealin! #ith them

31. Contains the 0ro9ect descri0tion ma9or 0ro9ect deli"era8les and acce0tance criteria. The 0roductsco0e descri0tion #ill often contain details of technical issues and other concerns that can affect

quality 0lannin!. The definition of acce0tance criteria can si!nificantly increase or decrease

0ro9ect costs and quality costs. %atisfyin! all acce0tance criteria im0lies the needs of the customer

ha"e 8een met.


$N%&ER:$N%&ER:$N%&ER:$N%&ER: %co0e %tatement 6se in Plan Quality


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+2. Is an o0erational definition that descri8es in "ery s0ecific terms a 0ro9ect or 0roduct attri8ute

and ho# the quality control 0rocess #ill measure it


$N%&ER:$N%&ER:$N%&ER:$N%&ER: Quality etrics

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'. /.' Plan Quality/.' Plan Quality/.' Plan Quality/.' Plan Quality

/.) Perform Quality/.) Perform Quality/.) Perform Quality/.) Perform Quality $ssurance$ssurance$ssurance$ssurance

/.3 Perform Quality Control/.3 Perform Quality Control/.3 Perform Quality Control/.3 Perform Quality Control

INCORRECT:INCORRECT:INCORRECT:INCORRECT: No ans#er !i"en

$N%&ER:$N%&ER:$N%&ER:$N%&ER: Pro9ect Quality

ana!ement Processes

). ;aria8le %am0lin!;aria8le %am0lin!;aria8le %am0lin!;aria8le %am0lin!


$N%&ER:$N%&ER:$N%&ER:$N%&ER: the result is rated on a

continuous scale that measures the

de!ree of conformity

3. Es 0roduct.0ro9ect>s 0roduct.0ro9ect>s 0roduct.0ro9ect>s 0roduct.

7777 Quality audits may 8eQuality audits may 8eQuality audits may 8eQuality audits may 8e scheduled orscheduled orscheduled orscheduled or

random and may 8e conducted 8yrandom and may 8e conducted 8yrandom and may 8e conducted 8yrandom and may 8e conducted 8y

internal or e


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$N%&ER:$N%&ER:$N%&ER:$N%&ER: Characteristics of Quality

$udits

. $ttri8ute %am0lin!$ttri8ute %am0lin!$ttri8ute %am0lin!$ttri8ute %am0lin!


$N%&ER:$N%&ER:$N%&ER:$N%&ER: the result either conforms

or does not conform

/. Ins0ectionIns0ectionIns0ectionIns0ection


$N%&ER:$N%&ER:$N%&ER:$N%&ER: Is the e


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$N%&ER:$N%&ER:$N%&ER:$N%&ER: $ chec4list is a structured

tool usually com0onent@s0ecific

used to "erify that a set of required

ste0s has 8een 0erformed.Chec4lists

ran!e from sim0le to com0le< 8ased on

0ro9ect requirements and 0ractices

'3. defines the allo#a8ledefines the allo#a8ledefines the allo#a8ledefines the allo#a8le "ariations on the"ariations on the"ariations on the"ariations on the

metrics. *or e


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failure mode and effect analysis (FMEA),failure mode and effect analysis (FMEA),failure mode and effect analysis (FMEA),failure mode and effect analysis (FMEA),

designdesigndesigndesign reviews, voice of the customer,reviews, voice of the customer,reviews, voice of the customer,reviews, voice of the customer,

cost of quality (COQ), and continuouscost of quality (COQ), and continuouscost of quality (COQ), and continuouscost of quality (COQ), and continuous

imrovementimrovementimrovementimrovement

!"CO##EC$%!"CO##EC$%!"CO##EC$%!"CO##EC$% "o answer given

A"&'E#%A"&'E#%A"&'E#%A"&'E#% !nternational Organiationfor &tandardiation (!&O)

*+ -./--./--./--./- 0rincile0rincile0rincile0rincile


A"&'E#%A"&'E#%A"&'E#%A"&'E#% where -1 of the

ro2lems are due to /-1 of the

causes

+ AffinityAffinityAffinityAffinity 3iagrams3iagrams3iagrams3iagrams


A"&'E#%A"&'E#%A"&'E#%A"&'E#% used to visually identify

logical grouings 2ased on natural

relationshis

4+ Cost of QualityCost of QualityCost of QualityCost of Quality (COQ)(COQ)(COQ)(COQ)


A"&'E#%A"&'E#%A"&'E#%A"&'E#% Cost of quality includes

all costs incurred over the life of

the roduct 2y investment in reventing

nonconformance to requirements,

araising the roduct or service for

conformance to requirements, and

failing to meet requirements (rewor5)

/-+ 0erform0erform0erform0erform Quality Assurance% 0ro6ectQuality Assurance% 0ro6ectQuality Assurance% 0ro6ectQuality Assurance% 0ro6ect

Management 0lan 7datesManagement 0lan 7datesManagement 0lan 7datesManagement 0lan 7dates


A"&'E#%A"&'E#%A"&'E#%A"&'E#% 8 Quality management

lan

8 &chedule management lan

8 Cost management lan

/+ a secific technique to identify aa secific technique to identify aa secific technique to identify aa secific technique to identify a

ro2lem,ro2lem,ro2lem,ro2lem, discover the underlyingdiscover the underlyingdiscover the underlyingdiscover the underlying

causes that lead to it, and develocauses that lead to it, and develocauses that lead to it, and develocauses that lead to it, and develoreventivereventivereventivereventive actionsactionsactionsactions


+ $he rimary 2enefits of meeting quality requirements

can include less rewor5, higher roductivity, lower

costs, and increased sta5eholder satisfaction+ A

2usiness case for each quality activity comares the

cost of the quality ste to the e9ected 2enefit

("o Answer)

a+ 0revention Costs

2+ $rend Analysis

c+ CO##EC$%CO##EC$%CO##EC$%CO##EC$% Cost :enefit Analysis

d+ Control ;imits

/+ 0lan Quality 0rocess + &urvey of the entire oulation yields

("o Answer)

a+ 7sed in the Quality Control 0rocess

2+ CO##EC$%CO##EC$%CO##EC$%CO##EC$% accurate data

c+ 8 Quality standards

d+ 0erform Quality Assurance rocess

?+ Quality Metrics are used in

("o Answer)

a+ CO##EC$%CO##EC$%CO##EC$%CO##EC$% the 0erform Quality Assurance and 0erform

Quality Control rocesses

2+ 7sed in the Quality Control 0rocess

c+ 5eeing errors out of the rocess

d+ 5eeing errors out of the hands of the customer




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f

d

A"&'E#%A"&'E#%A"&'E#%A"&'E#% #oot Cause Analysis

//+ ':&':&':&':& 3ictionary 7se in 0lan Quality3ictionary 7se in 0lan Quality3ictionary 7se in 0lan Quality3ictionary 7se in 0lan Quality


A"&'E#%A"&'E#%A"&'E#%A"&'E#% $he ':& dictionarydefines technical information for

':& elements+

/=+ 8888 &coe&coe&coe&coe statement+statement+statement+statement+

8888 ':&+':&+':&+':&+

8888 ':& 3ictionary+':& 3ictionary+':& 3ictionary+':& 3ictionary+


A"&'E#%A"&'E#%A"&'E#%A"&'E#% Elements of &coe

:aseline 7se in 0lan Quality

/>+ which are diagrams of the forces forwhich are diagrams of the forces forwhich are diagrams of the forces forwhich are diagrams of the forces for

and againstand againstand againstand against changechangechangechange


A"&'E#%A"&'E#%A"&'E#%A"&'E#% Force Field Analysis

/?+ ControlControlControlControl ;imits;imits;imits;imits


A"&'E#%A"&'E#%A"&'E#%A"&'E#% thresholds, which can

indicate whether the rocess is out

of control

/@+ + 0ro6ect Management 0lan+ 0ro6ect Management 0lan+ 0ro6ect Management 0lan+ 0ro6ect Management 0lan

/+ Quality Metrics/+ Quality Metrics/+ Quality Metrics/+ Quality Metrics

=+ Quality Chec5lists=+ Quality Chec5lists=+ Quality Chec5lists=+ Quality Chec5lists

>+ 'or5 0erformance>+ 'or5 0erformance>+ 'or5 0erformance>+ 'or5 0erformance MeasurementsMeasurementsMeasurementsMeasurements

?+ Aroved Change #equests?+ Aroved Change #equests?+ Aroved Change #equests?+ Aroved Change #equests@+ 3elivera2les@+ 3elivera2les@+ 3elivera2les@+ 3elivera2les

*+*+*+*+ Organiational 0rocess AssetsOrganiational 0rocess AssetsOrganiational 0rocess AssetsOrganiational 0rocess Assets


A"&'E#%A"&'E#%A"&'E#%A"&'E#% !nuts to 0erform Quality

Control

/*+ $hese$hese$hese$hese include &i9 &igma, ;ean &i9include &i9 &igma, ;ean &i9include &i9 &igma, ;ean &i9include &i9 &igma, ;ean &i9

&igma, Quality Function 3eloyment,&igma, Quality Function 3eloyment,&igma, Quality Function 3eloyment,&igma, Quality Function 3eloyment,

CMM!CMM!CMM!CMM!,,,, etc+etc+etc+etc+ Many other methodologiesMany other methodologiesMany other methodologiesMany other methodologies

e9iste9iste9iste9ist


@+ Follows the stes outlined in the rocess imrovement

lan to identify needed imrovements+ $his analysis

also e9amines ro2lems e9erienced, constraints

e9erienced, and nonBvalueBadded activities identified

during rocess oeration+ 0rocess analysis includes root

cause analysis

("o Answer)

a+ 0revention Costs

2+ Cost :enefit Analysis

c+ 0rocess :oundaries

d+ CO##EC$%CO##EC$%CO##EC$%CO##EC$% 0rocess Analysis

*+ !nclude ro6ect rocesses and roduct goals

("o Answer)

a+ Matri9 3iagrams

2+ Quality vs


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ak

A"&'E#%A"&'E#%A"&'E#%A"&'E#% 0rorietary Quality

Management Methodologies

/+ 0lan Quality% 0ro6ect 3ocument 7dates0lan Quality% 0ro6ect 3ocument 7dates0lan Quality% 0ro6ect 3ocument 7dates0lan Quality% 0ro6ect 3ocument 7dates


A"&'E#%A"&'E#%A"&'E#%A"&'E#% 8 0ro6ect documents that

may 2e udated include, 2ut are

not limited to%

8 &ta5eholder register, and

8 #esonsi2ility Assignment Matri9

/4+ O26ectiveO26ectiveO26ectiveO26ective of Quality Auditsof Quality Auditsof Quality Auditsof Quality Audits


A"&'E#%A"&'E#%A"&'E#%A"&'E#% 8 !dentify all thegood.2est ractices 2eing

imlemented,

8 !dentify all the gas.shortcomings,

8 &hare the good ractices introduced

or imlemented in similar ro6ects in

the organiation and.or industry,

8 0roactively offer assistance in a

ositive manner to imrove

imlementation of rocesses to hel the

team raise roductivity, and8 Dighlight contri2utions of each audit

in the lessons learned reository of the

organiation

=-+ Characteristics of a #un ChartCharacteristics of a #un ChartCharacteristics of a #un ChartCharacteristics of a #un Chart


A"&'E#%A"&'E#%A"&'E#%A"&'E#% 8 !s a line grah that

shows data oints lotted in the

order in which they occur+8 &how trends in a rocess over time,

variation over time, or declines or

imrovements in a rocess over time+

8 $rend analysis is erformed using run

charts and involves mathematical

techniques to forecast future outcomes

2ased on historical results

=+ 'or5 0erformance !nformation'or5 0erformance !nformation'or5 0erformance !nformation'or5 0erformance !nformation 7se in7se in7se in7se in

0erform Quality Assurance0erform Quality Assurance0erform Quality Assurance0erform Quality Assurance


-+ 0rocess !mrovement 0lan 7se in 0erform Quality

Assurance

("o Answer)

a+ 8 Quality imrovement includes ta5ing action to

increase the effectiveness and.or efficiency of the

olicies, rocesses, and rocedures of the erforming

organiation+

8 Change requests are created and used as inut into

the 0erform !ntegrated Change Control rocess to allow

full consideration of the recommended imrovements+

8 Change requests can 2e used to ta5e corrective

action or reventive action or to erform defect reair

2+ !s a su2sidiary of the ro6ect management lan+ 3etails

the stes for analying rocesses to identify activities

which enhance their value

c+ thresholds, which can indicate whether the rocess is

out of control

d+ CO##EC$%CO##EC$%CO##EC$%CO##EC$% $he rocess imrovement lan details the

stes for analying rocesses to identify activities

which enhance their value

+ + Organiational 0rocess Assets 7dates

/+ Change #equests

=+ 0ro6ect Management 0lan 7dates

>+ 0ro6ect 3ocument 7dates

("o Answer)

a+ Oututs of 0lan Quality

2+ !nuts to 0erform Quality Assurance

c+ 0erform Quality Assurance

d+ CO##EC$%CO##EC$%CO##EC$%CO##EC$% Oututs of 0erform Quality Assurance

/+ 0aretos ;aw

("o Answer)

a+ CO##EC$%CO##EC$%CO##EC$%CO##EC$% holds that a relatively small num2er of

causes will tyically roduce a ma6ority of the ro2lems

or defects+ $his is commonly referred to as the -./-

rincile

2+ that the measured value is very close to the true value

c+ costs incurred 2y an organiation to create high quality

roducts in order to avoid failures+ $hey include cost of

training, cost of documenting rocesses, cost of

equiment, etc+

d+ the result is rated on a continuous scale that measures

the degree of conformity

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a

A"&'E#%A"&'E#%A"&'E#%A"&'E#% 0erformance information

from ro6ect activities is routinely

collected as the ro6ect rogresses+

0erformance results which may suort

the audit rocess include, 2ut are not

limited to%

8 $echnical erformance measures,8 0ro6ect delivera2les status,

8 &chedule rogress, and

8 Costs incurred+

=/+ QualityQualityQualityQuality Metrics 7seMetrics 7seMetrics 7seMetrics 7se


A"&'E#%A"&'E#%A"&'E#%A"&'E#% 7sed in the quality

assurance and quality control

rocesses+

==+ 0revention and Araisal0revention and Araisal0revention and Araisal0revention and Araisal costscostscostscosts


A"&'E#%A"&'E#%A"&'E#%A"&'E#% (cost of conformance)

include costs for quality lanning,

quality control (QC), and quality

assurance to ensure comliance to

requirements (i+e+, training, QC systems,

etc+)+

=>+ 0erform Quality Control% Organiational0erform Quality Control% Organiational0erform Quality Control% Organiational0erform Quality Control% Organiational

0rocess0rocess0rocess0rocess AssetsAssetsAssetsAssets


A"&'E#%A"&'E#%A"&'E#%A"&'E#% 8 Quality standards and

olicies

8 &tandard wor5 guidelines

8 !ssue and defect reorting rocedures

and communication olicies

=?+ 0lan Quality0lan Quality0lan Quality0lan Quality


A"&'E#%A"&'E#%A"&'E#%A"&'E#% $he rocess of identifying

quality requirements and.or

standards for the ro6ect and roduct,

and documenting how the ro6ect will

demonstrate comliance

=+ Additional Quality 0lanning $ools

("o Answer)

a+ + 0ro6ect Management 0lan

/+ Quality Metrics

=+ Quality Chec5lists

>+ 'or5 0erformance Measurements

?+ Aroved Change #equests

@+ 3elivera2les

*+ Organiational 0rocess Assets

2+ 8 &coe statement+

8 ':&+

8 ':& 3ictionary+

c+ + Quality Management 0lan

/+ Quality Metrics

=+ Quality Chec5lists

>+ 0rocess !mrovement 0lan

?+ 0ro6ect 3ocument 7dates

d+ CO##EC$%CO##EC$%CO##EC$%CO##EC$% 8 :rainstorming

8 Affinity 3iagrams

8 Force Field Analysis

8 "ominal + 8 Allows the quality team to study and identify the

ossi2le relationshi 2etween changes o2served in twovaria2les+

8 3eendent varia2les versus indeendent varia2les are

lotted+

8 $he closer the oints are to a diagonal line, the more

closely they are related

("o Answer)

a+ Characteristics of 3OE

2+ Cause and Effect 3iagrams

c+ Characteristics of a #un Chart

d+ CO##EC$%CO##EC$%CO##EC$%CO##EC$% Characteristics of &catter 3iagrams




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=@+ 8888 Quality imrovement includes ta5ingQuality imrovement includes ta5ingQuality imrovement includes ta5ingQuality imrovement includes ta5ing

action to increase the effectivenessaction to increase the effectivenessaction to increase the effectivenessaction to increase the effectiveness

and.or efficiency of the olicies,and.or efficiency of the olicies,and.or efficiency of the olicies,and.or efficiency of the olicies,

rocesses, and rocedures of therocesses, and rocedures of therocesses, and rocedures of therocesses, and rocedures of the

erformingerformingerformingerforming organiation+organiation+organiation+organiation+

8888 Change requests are created and usedChange requests are created and usedChange requests are created and usedChange requests are created and used

as inut into theas inut into theas inut into theas inut into the 0erform !ntegrated0erform !ntegrated0erform !ntegrated0erform !ntegratedChange Control rocess to allow fullChange Control rocess to allow fullChange Control rocess to allow fullChange Control rocess to allow full

consideration of theconsideration of theconsideration of theconsideration of the recommendedrecommendedrecommendedrecommended

imrovements+imrovements+imrovements+imrovements+

8888 Change requests can 2e used to ta5eChange requests can 2e used to ta5eChange requests can 2e used to ta5eChange requests can 2e used to ta5e

correctivecorrectivecorrectivecorrective action or reventive action oraction or reventive action oraction or reventive action oraction or reventive action or

to erform defect reairto erform defect reairto erform defect reairto erform defect reair


A"&'E#%A"&'E#%A"&'E#%A"&'E#% 0erform Quality

Assurance% Change #equests

=*+ 8888 0rovides inut to the overall ro6ect0rovides inut to the overall ro6ect0rovides inut to the overall ro6ect0rovides inut to the overall ro6ect

management lan and includes qualitymanagement lan and includes qualitymanagement lan and includes qualitymanagement lan and includes quality

control, quality assurance, andcontrol, quality assurance, andcontrol, quality assurance, andcontrol, quality assurance, and

continuous rocess imrovementcontinuous rocess imrovementcontinuous rocess imrovementcontinuous rocess imrovement

aroaches foraroaches foraroaches foraroaches for the ro6ect+the ro6ect+the ro6ect+the ro6ect+

8888 May 2e formal or informal, highlyMay 2e formal or informal, highlyMay 2e formal or informal, highlyMay 2e formal or informal, highly

detailed, or 2roadlydetailed, or 2roadlydetailed, or 2roadlydetailed, or 2roadly framed+ $he styleframed+ $he styleframed+ $he styleframed+ $he style

and detail is determined 2y theand detail is determined 2y theand detail is determined 2y theand detail is determined 2y the

requirements of the ro6ect+requirements of the ro6ect+requirements of the ro6ect+requirements of the ro6ect+8888 &hould 2e reviewed early in the&hould 2e reviewed early in the&hould 2e reviewed early in the&hould 2e reviewed early in the

ro6ect to ensure that decisions arero6ect to ensure that decisions arero6ect to ensure that decisions arero6ect to ensure that decisions are

2ased on accurate information+2ased on accurate information+2ased on accurate information+2ased on accurate information+

8888 $he 2enefits of this review can$he 2enefits of this review can$he 2enefits of this review can$he 2enefits of this review can

includeincludeincludeinclude reduction of cost and schedulereduction of cost and schedulereduction of cost and schedulereduction of cost and schedule

overruns caused 2y rewor5overruns caused 2y rewor5overruns caused 2y rewor5overruns caused 2y rewor5


A"&'E#%A"&'E#%A"&'E#%A"&'E#% Characteristics of the

Quality Management 0lan

=+ 8888


16/29

ai

39. DOE should be used during the PlanDOE should be used during the PlanDOE should be used during the PlanDOE should be used during the Plan

Quality process to determine theQuality process to determine theQuality process to determine theQuality process to determine the

number andnumber andnumber andnumber and type of tests and theirtype of tests and theirtype of tests and theirtype of tests and their

impact on cost of quality.impact on cost of quality.impact on cost of quality.impact on cost of quality.

DOE also plays a roleDOE also plays a roleDOE also plays a roleDOE also plays a role in thein thein thein the

optimization of products or processes.optimization of products or processes.optimization of products or processes.optimization of products or processes.

DOE can be used to reduceDOE can be used to reduceDOE can be used to reduceDOE can be used to reduce thethethethesensitiity of product performance tosensitiity of product performance tosensitiity of product performance tosensitiity of product performance to

sources of ariations caused bysources of ariations caused bysources of ariations caused bysources of ariations caused by

enironmental or manufacturingenironmental or manufacturingenironmental or manufacturingenironmental or manufacturing

differences.differences.differences.differences.

One important aspect of thisOne important aspect of thisOne important aspect of thisOne important aspect of this

technique is that it proides a statisticaltechnique is that it proides a statisticaltechnique is that it proides a statisticaltechnique is that it proides a statistical

frame!or" for systematicallyframe!or" for systematicallyframe!or" for systematicallyframe!or" for systematically changingchangingchangingchanging

all of the important factors# rather thanall of the important factors# rather thanall of the important factors# rather thanall of the important factors# rather than

changing the factors one atchanging the factors one atchanging the factors one atchanging the factors one at a time.a time.a time.a time.

$nalysis of the e%perimental data$nalysis of the e%perimental data$nalysis of the e%perimental data$nalysis of the e%perimental datashould proide the optimalshould proide the optimalshould proide the optimalshould proide the optimal conditionsconditionsconditionsconditions

for the product or process# highlightfor the product or process# highlightfor the product or process# highlightfor the product or process# highlight

the factors that influencethe factors that influencethe factors that influencethe factors that influence the results#the results#the results#the results#

and reeal the presence of interactionsand reeal the presence of interactionsand reeal the presence of interactionsand reeal the presence of interactions

and synergy among theand synergy among theand synergy among theand synergy among the factorsfactorsfactorsfactors

&'(O))E(*+&'(O))E(*+&'(O))E(*+&'(O))E(*+ 'o ans!er gien

$',-E)+$',-E)+$',-E)+$',-E)+ (haracteristics of DOE

/. Perform Quality (ontrol+ (hange )equests

0'o $ns!er1

a. the alues of repeated measurements are clustered and

hae little scatter

b. (O))E(*+(O))E(*+(O))E(*+(O))E(*+ &f the recommended correctie or preentie

actions or a defect repair requires a change to the

pro2ect management plan# a change request should be

initiated in accordance !ith the defined Perform

&ntegrated (hange (ontrol process

c. &nternational Organization for ,tandardization 0&,O1

d. !here 45 of the problems are due to 645 of the

causes

. (ause and Effect Diagrams

0'o $ns!er1

a. the alues of repeated measurements are clustered and

hae little scatter

b. !hich are diagrams of the forces for and against

change

c. (O))E(*+(O))E(*+(O))E(*+(O))E(*+ $lso called &shi"a!a diagrams or fishbone

diagram. &llustrate ho! arious factors might be lin"ed

to potential problems or effects

d. to allo! ideas to be brainstormed in small groups and

then reie!ed by a larger group

9. -hile a quality leel that fails to meet quality requirements is al!ays a problem# lo! grade may

not be.

*he pro2ect manager and the pro2ect management team are responsible for managing the

tradeoffs inoled to delier the required leels of both quality and grade

0'o $ns!er1

a. Quality ,tandards

b. Quality 7etrics

c. (O))E(*+(O))E(*+(O))E(*+(O))E(*+ Quality s 8rade

d. Quality $udit




17/29

64. (haracteristics of Perform Quality (ontrol

0'o $ns!er1

a. Quality management plan

Process improement plan

b. . Quality (ontrol 7easurements

6. alidated (hanges

3. alidated Delierables

:. Organizational Process $ssets ;pdates

or ta"e action to eliminate them

*he pro2ect management team should hae a !or"ing "no!ledge of statistical quality

control# especially sampling and probability# to help ealuate quality control outputs.

d. . Quality 7anagement Plan

6. Quality 7etrics

3. Quality (hec"lists

:. Process &mproement Plan


18/29

63. "eeping errors out of the process

0'o $ns!er1

a. )un (hart

b. &nspection

c. (O))E(*+(O))E(*+(O))E(*+(O))E(*+ Preention

d. Auran

6:. . Pro2ect 7anagement Plan

6. Quality 7etrics

3. -or" Performance &nformation

:. Quality (ontrol 7easurements

0'o $ns!er1

a. Perform Quality $ssurance

b. &nputs to Plan Quality

c. E%amples of Quality 7etrics

d. (O))E(*+(O))E(*+(O))E(*+(O))E(*+ &nputs to Perform Quality $ssurance

6


19/29

6/. Bailure (osts (ategories

0'o $ns!er1

a. (O))E(*+(O))E(*+(O))E(*+(O))E(*+ &nternal 0found by the pro2ect1

E%ternal 0found by the customer1.

b. !here 45 of the problems are due to 645 of the causes

c. Quality management plan Process improement plan

d. the result either conforms or does not conform

6. Outputs of Plan Quality

0'o $ns!er1

a. Quality control is performed throughout the pro2ect

Quality control is often performed by a quality control department or similarly titled

organizational unit.

Quality control actiities identify causes of poor process or product quality and recommend

and>or ta"e action to eliminate them

*he pro2ect management team should hae a !or"ing "no!ledge of statistical quality

control# especially sampling and probability# to help ealuate quality control outputs.

b. . (ost ?enefit $nalysis

6. (ost of Quality 0(OQ1

3. (ontrol (harts

:. ?enchmar"ing


20/29

69. !hich proide a !ay of ran"ing a dierse set of problems and>or issues 0usually generated

through brainstorming1 by their importance

0'o $ns!er1

a. Quality 7etrics

b. (ontrol (harts

c. (O))E(*+(O))E(*+(O))E(*+(O))E(*+ Prioritization 7atrices

d. Perform Quality (ontrol

34. *he results of an inspection generally include measurements and may be conducted at any leel.

&n some application areas# these terms hae narro! and specific meanings.

&nspections are also used to alidate defect repairs

0'o $ns!er1

a. (haracteristics of a )un (hart

b. (O))E(*+(O))E(*+(O))E(*+(O))E(*+ (haracteristics of &nspection

c. (haracteristics of Quality $udits

d. (haracteristics of Pareto (harts

3. ;pper and lo!er control limits are set by the pro2ect manager and appropriate sta"eholders to

reflect then points at !hich correctie action !ill be ta"en to preent e%ceeding specification

limits.

Bor repetitie processes# the control limits are generally 3.

$ process is considered out of control !hen a data point e%ceeds a control limit or if seen

consecutie points are aboe or belo! the mean

0'o $ns!er1

a. (haracteristics of Pareto (harts

b. (haracteristics of a )un (hart

c. (haracteristics of Fistograms

d. (O))E(*+(O))E(*+(O))E(*+(O))E(*+ (haracteristics of (ontrol Gimits

36. a category assigned to products or serices haing the same functional use but different technical

characteristics

0'o $ns!er1

a. Auran

b. Deming

c. Quality

d. (O))E(*+(O))E(*+(O))E(*+(O))E(*+ 8rade




21/29

33. Similar to a control chart without displayed limits, a run chart shows the history and pattern of

variation

(No Answer)

a. CORRC!"CORRC!"CORRC!"CORRC!" Run Chart

#. $rade

c. %areto Chart

d. Control Charts

3&. %rocess 'oundaries

(No Answer)

a. nclude proect processes and product *oals

#. which are dia*rams of the forces for and a*ainst chan*e

c. that the measured value is very close to the true value

d. CORRC!"CORRC!"CORRC!"CORRC!" +escri#es the purpose of processes, their start and end, their inputsoutputs, the

data re-uired, the owner, and the staeholders

3/. 0uran

(No Answer)

a. CORRC!"CORRC!"CORRC!"CORRC!" 1 %areto %rinciple

1 0uran !rilo*y" %lannin*, Control and mprovement

1 +efines -uality as fitness for use

#. 1 2uality mana*ement plan

1 %rocess improvement plan

c. 1 !echnical %erformance1 Cost and Schedule %erformance

d. the %erform 2uality Assurance and %erform 2uality Control processes

3. 1 Contains the -uality mana*ement plan, which is used to control -uality

1 !he -uality mana*ement plan descri#es how -uality control will #e performed within the proect

(No Answer)

a. 4or %erformance nformation 5se in %erform 2uality Assurance

#. CORRC!"CORRC!"CORRC!"CORRC!" %roect 6ana*ement %lan 5se in %erform 2uality Control

c. Characteristics of %erform 2uality Control

d. 2uality 6ana*ement %lan 5se in %erform 2uality Assurance

37. actual value

(No Answer)

a. CORRC!"CORRC!"CORRC!"CORRC!" A measurement is a

#. %revention

c. 2uality 6ana*ement %lan

d. 8ailure Costs




22/29

39. Scatter +ia*ram

(No Answer)

a. $uides the process improvement activities

#. %lannin* %rocess $roup

c. CORRC!"CORRC!"CORRC!"CORRC!" Shows the relationship #etween two varia#les

d. accurate data

3:. nputs to %lan 2uality

(No Answer)

a. 1 'rainstormin*

1 Affinity +ia*rams

1 8orce 8ield Analysis

1 Nominal $roup !echni-ues

1 6atri; +ia*rams

1 %rioriti. 2uality 6etrics

3. 2uality Checlists

&. 4or %erformance 6easurements

/. Approved Chan*e Re-uests

. +elivera#les

7. Or*ani


23/29

=. Costs of poor -uality @ %revention

!his is false. ou *ave no answer.

t should #e Costs of poor -ualityCosts of poor -ualityCosts of poor -ualityCosts of poor -uality @ 8ailure Costs.

>. nvolves choosin* part of a population of interest for inspection (for e;ample, selectin* tenen*ineerin* drawin*s at random from a list of seventyBfive) @ 4'S +ictionary 5se in %lan 2uality


t should #e nvolves choosin*nvolves choosin*nvolves choosin*nvolves choosin* part of a population of interest for inspection (for e;ample,part of a population of interest for inspection (for e;ample,part of a population of interest for inspection (for e;ample,part of a population of interest for inspection (for e;ample,

selectin* tenselectin* tenselectin* tenselectin* ten en*ineerin* drawin*s at random from a list of seventyen*ineerin* drawin*s at random from a list of seventyen*ineerin* drawin*s at random from a list of seventyen*ineerin* drawin*s at random from a list of seventyBBBBfive)five)five)five) @ Statistical

Samplin*.

3. 1 +oin* t Ri*ht 8irst !ime (+R8!)

1 2uality is Conformance to Re-uirements

1 System of -uality is %revention1 %erformance standard is ero +efects

1 6easurement of -uality is the price of nonBconformance @ 8ailure Costs Cate*ories


t should #e 1111 +oin* t Ri*ht 8irst+oin* t Ri*ht 8irst+oin* t Ri*ht 8irst+oin* t Ri*ht 8irst !ime (+R8!)!ime (+R8!)!ime (+R8!)!ime (+R8!)

1111 2uality is Conformance to Re-uirements2uality is Conformance to Re-uirements2uality is Conformance to Re-uirements2uality is Conformance to Re-uirements

1111 System ofSystem ofSystem ofSystem of -uality is %revention-uality is %revention-uality is %revention-uality is %revention

1111 %erformance standard is ero +efects%erformance standard is ero +efects%erformance standard is ero +efects%erformance standard is ero +efects

1111 6easurement of -uality is the price of non6easurement of -uality is the price of non6easurement of -uality is the price of non6easurement of -uality is the price of nonBBBBconformanceconformanceconformanceconformance @ Cros#y.

&. 'enchmarin* @ the values of repeated measurements are clustered and have little scatter


t should #e 'enchmarin*'enchmarin*'enchmarin*'enchmarin* @ nvolves comparin* actual or planned proect practices to those of

compara#le proects to identify #est practices, *enerate ideas for improvement, and provide a

#asis for measurin* performance. !hese other proects can #e within the performin*

or*ani


24/29

7. 6onitorin* and Controllin* %rocess $roup @ %erform 2uality Control

!his is true. ou *ave no answer.

9. measures and techni-ues that are specific to the type of product produced #y the proect @

nspection


t should #e measures and techni-ues that are specific to the typemeasures and techni-ues that are specific to the typemeasures and techni-ues that are specific to the typemeasures and techni-ues that are specific to the type of product produced #y theof product produced #y theof product produced #y theof product produced #y the

proectproectproectproect @ %roduct 2uality.

:. 6ana*ement Responsi#ility @ dentifies the delivera#les, the wor paca*es and the control

accounts used to measure proect performance.


t should #e 6ana*ement6ana*ement6ana*ement6ana*ement Responsi#ilityResponsi#ilityResponsi#ilityResponsi#ility @ Success re-uires the participation of all mem#ers of

the proect team, #ut remains the responsi#ility of mana*ement to provide the resources needed

to succeed.

=?. shows standard deviation (si*ma) as distance of the measurement from the mean value @

Standard Normal +istri#ution


==. (cost of nonBconformance) include costs to rewor products, components, or processes that are

nonBcompliant, costs of warranty wor and waste, and loss of reputation. @ 2uality 6etrics are

used in


t should #e (cost of non(cost of non(cost of non(cost of nonBBBBconformance) include costs to rewor products,conformance) include costs to rewor products,conformance) include costs to rewor products,conformance) include costs to rewor products, components, orcomponents, orcomponents, orcomponents, or

processes that are nonprocesses that are nonprocesses that are nonprocesses that are nonBBBBcompliant, costs of warranty wor andcompliant, costs of warranty wor andcompliant, costs of warranty wor andcompliant, costs of warranty wor and waste, and loss of reputation.waste, and loss of reputation.waste, and loss of reputation.waste, and loss of reputation.

@ 8ailure Costs.

=>. A *raphic depiction of processes, with interfaces identified, used to facilitate analysis @

8lowchartin*


t should #e A *raphic depiction of processes, with interfacesA *raphic depiction of processes, with interfacesA *raphic depiction of processes, with interfacesA *raphic depiction of processes, with interfaces identified, used to facilitateidentified, used to facilitateidentified, used to facilitateidentified, used to facilitate

analysisanalysisanalysisanalysis @ %rocess Confi*uration.

=3. !he planBdoBchecBact cycle is the #asis for -uality improvement as defined #y Shewhart and

modified #y +emin*. n addition, -uality improvement initiatives undertaen #y the performin*

or*ani


25/29

=&. 5ses for Control Charts @ monitor cost and schedule variances, volume, and fre-uency of scope

chan*es, or other mana*ement results to help determine if the proect mana*ement processes

are in control


=/. A *raphical representation of a process showin* the relationships amon* process steps @

!ar*ets for mproved %erformance


t should #e A *raphicalA *raphicalA *raphicalA *raphical representation of a process showin* the relationships amon* processrepresentation of a process showin* the relationships amon* processrepresentation of a process showin* the relationships amon* processrepresentation of a process showin* the relationships amon* process

stepsstepsstepssteps @ 8lowchartin*.

=. certain features are added to the delivera#le which were not ased for #y the customer, to earn

customer appreciation. t is not a recommended proect mana*ement practice @ $oldBplatin*


=7. 1 Customer satisfaction.

1 %revention over inspection

1 Continuous improvement

1 6ana*ement responsi#ility

1 Cost of -uality (CO2) @ Additional 2uality %lannin* !ools


t should #e 1111 CustomerCustomerCustomerCustomer satisfaction.satisfaction.satisfaction.satisfaction.

1111 %revention over inspection%revention over inspection%revention over inspection%revention over inspection

1111 Continuous improvementContinuous improvementContinuous improvementContinuous improvement

1111 6ana*ement responsi#ility6ana*ement responsi#ility6ana*ement responsi#ility6ana*ement responsi#ility

1111 Cost of -uality (CO2)Cost of -uality (CO2)Cost of -uality (CO2)Cost of -uality (CO2) @ 2uality and %roect 6ana*ement +isciplines #oth reco*ni


26/29

19. Illustrate how a process behaves over time and when a process is subject to special cause

variation, resulting in an out-of-control condition Histogram

This is false. ou gave no answer.

It should be Illustrate how a process behaves over time and when aIllustrate how a process behaves over time and when aIllustrate how a process behaves over time and when aIllustrate how a process behaves over time and when a process is subject toprocess is subject toprocess is subject toprocess is subject to

special cause variation, resulting in an outspecial cause variation, resulting in an outspecial cause variation, resulting in an outspecial cause variation, resulting in an out----ofofofof----controlcontrolcontrolcontrol conditionconditionconditioncondition !ontrol !harts "se in

#erform $ualit% !ontrol.

&'. (reas to !onsider in the #rocess Improvement #lan ) #rocess boundaries

) #rocess configuration

) #rocess metrics

) Targets for improved performance

This is true. ou gave no answer.

&1. ) Technical #erformance

) !ost and *chedule #erformance #erform $ualit% !ontrol+ #roject anagement #lan "pdates


It should be )))) Technical #erformanceTechnical #erformanceTechnical #erformanceTechnical #erformance

)))) !ost and *chedule!ost and *chedule!ost and *chedule!ost and *chedule #erformance#erformance#erformance#erformance Trend (nal%sis is often used to monitor.

&&. 1. !ause and ffect iagrams

&. !ontrol !harts

/. 0lowcharting

. Histogram

2. #areto !hart

3. 4un !hart

5. *catter iagram Ishi6awa7s seven basic tools of 8ualit%


&/. #erform $ualit% (ssurance+ #roject ocument "pdates ) $ualit% audit reports

) Training plans

) #rocess documentation


&. 4is6 4egister "se in #lan $ualit% 1. $ualit% anagement #lan

&. $ualit% etrics

/. $ualit% !hec6lists

. #rocess Improvement #lan

2. #roject ocument "pdates


It should be 4is6 4egister "se in #lan $ualit%4is6 4egister "se in #lan $ualit%4is6 4egister "se in #lan $ualit%4is6 4egister "se in #lan $ualit% !ontains information on threats and

opportunities that ma% impact 8ualit% re8uirements.




27/29

&2. "nderstanding, evaluating, defining, and managing epectations so that customer re8uirements

are met. This re8uires a combination of conformance to re8uirements :to ensure the project

produces what it was created to produce; and fitness for use :the product or service must satisf%

real needs; !ustomer *atisfaction


&3. #lan $ualit%+


28/29

&9. !haracterisitics of !ontrol !harts ) "pper and lower control limits are set b% the project

manager and appropriate sta6eholders to reflect then points at which corrective action will be

ta6en to prevent eceeding specification limits.

) 0or repetitive processes, the control limits are generall% B /C.

) ( process is considered out of control when a data point eceeds a control limit or if seven

consecutive points are above or below the mean


It should be !haracterisitics!haracterisitics!haracterisitics!haracterisitics of !ontrol !hartsof !ontrol !hartsof !ontrol !hartsof !ontrol !harts ) The appropriate data is collected and

anal%=ed to indicate the 8ualit% status of project processes and products.

) The% graphicall% answer the 8uestion+ DIs this process variance within acceptable limitsED

) The pattern of data points on a control chart ma% reveal random fluctuating values, sudden

process jumps, or a gradual trend in increased variation.

) F% monitoring the output of a process over time, a control chart can help assess whether the

application of process changes resulted in the desired improvements.

) Ghen a process is within acceptable limits it is in control and does not need to be adjusted.

) !onversel%, when a process is outside acceptable limits, the process should be adjusted.

) *even consecutive points above or below the central line indicate a process that is out of

control.

) The upper control limit and lower control limit are usuall% set at B/C, where 1C is one

standard deviation.

/'. "sed during #erform $ualit% !ontrol to determine a failing process step:s; and identif% potential

process improvement opportunities. 0lowcharting is also used in ris6 anal%sis 0lowcharting

"se in #erform $ualit% !ontrol


/1. specified range of acceptable results Tolerances


/&. Ishi6awa A !ause and ffect iagrams #erform $ualit% !ontrol+ #roject ocument "pdates


It should be Ishi6awa A !ause and ffect iagramsIshi6awa A !ause and ffect iagramsIshi6awa A !ause and ffect iagramsIshi6awa A !ause and ffect iagrams 0ishbone diagrams.

//. ?alidated eliverables ) Ghile a 8ualit% level that fails to meet 8ualit% re8uirements is alwa%s a

problem, low grade ma% not be.

) The project manager and the project management team are responsible for managing the

tradeoffs involved to deliver the re8uired levels of both 8ualit% and grade


It should be ?alidated eliverables?alidated eliverables?alidated eliverables?alidated eliverables ) ( goal of 8ualit% control is to determine the correctness

of deliverables.

) The results of the eecution 8ualit% control processes are validated deliverables.

) ?alidated deliverables are an input to ?erif% *cope for formali=ed acceptance.




29/29

/. Technical #erformance+ Trend (nal%sis How man% errors or defects have been identified, and

how man% remain uncorrected


/2. *ta6eholder 4egister "se in #lan $ualit% ocuments the accepted schedule performance

measures including start and finish dates


It should be *ta6eholder 4egister "se*ta6eholder 4egister "se*ta6eholder 4egister "se*ta6eholder 4egister "se in #lan $ualit%in #lan $ualit%in #lan $ualit%in #lan $ualit% Identifies sta6eholders with a particular

interest in , or impact on, 8ualit%.

/3. #rocess etrics Is an operational definition that describes, in ver% specific terms, a project or

product attribute and how the 8ualit% control process will measure it


It should be #rocess#rocess#rocess#rocess etricsetricsetricsetrics (long with control limits, allows anal%sis of process efficienc%.

/5. International

project qualtiy quizzlet2

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